Exam 2 Flashcards
3 components of motivation
- Direction of effort
- Intensity of effort
- Persistence of effort
Engagement
intensity and persistence of effort
Only about 30% of employees are engaged.
Intrinsic motivators
Task performance itself is rewarding: Enjoyment, accomplishment, gain knowledge, skill development,
Extrinsic motivators
Task performance provides external rewards: Pay, promotions, benefits, praise, job security, free time
importance of money
Represents Achievement, respect and freedom
3 components of expectancy theory
- Expectancy: if I exert effort, will I perform well?
- Instrumentality: If I perform well, will I receive outcomes?
- Valence: will the outcomes be satisfactory?
Corps can influence expectancy theory through
- Supportive leadership
- Access to resources
- Self-Efficacy (improving employee’s confidence)
Maslow’s Hierarchy of Needs
Physiological, safety and security, belongingness
Alderfer’s ERG theory
Existence, Relatedness, Growth
McClelland’s Acquired Needs theory
Achievement, power, affiliation
Motivation formula
Expectancy x Instrumentality x Valence
Motivation is zero if any component is zero
Effective Goals are:
Specific and Difficult. Effective goals maximize Intensity and persistence
Feedback in regard to goal setting
progress updates on goals
Task complexity in regard to goal setting
specific/difficult goals are 2x as strong on simple tasks than complex tasks
Goal commitment relation to task performance
direct relationship
Strategies for fostering goal commitment
- Rewards
- Publicity (publicize goal to create social pressure)
- Support
- Participation (collab on setting goals)
- Resources (needed to attain goals)
Equity theory
employees remember the outcomes they get for their job inputs, relative to some comparison other (something you can compare yourself to).
Equity formula
your outcomes/your inputs = other’s outcomes/other’s inputs
Underrewarded Inequity
Your outcomes/your inputs < Other’s outcomes/other’s inputs
Overrewarded inequity
Your outcomes/your inputs > Other’s outcomes/others inputs
Types of comparison others
- Job Equity (same job same company)
- Company equity (same company, diff job)
- Occupational equity (same job, diff company)
- Educational Equity (same education)
- Age equity (same age)
Responses to inequity
- Alter outcomes (grow/shrink)
- Alter inputs (grow/shrink)
- Alter Comparison other’s inputs
- Change comparison other
- Rationalization
- Leave the situation
Personality types of equity theory
- sensitives
- Entitleds
- Benevolents
Four beliefs of psychological empowerment
- Meaningfulness (personal impact)
- Self-determination
- competence
- impact
Psychological empowerment
the belief that work tasks contribute to a larger purpose
Motivation relationship to job performance
Strong positive
Motivation relationship to org commitment
moderate positive
Individual-focused compensation plans
- Piece-rate (commission)
- Merit pay (performance-based raises)
- Lump-sum bonuses (performance-based bonus)
- Recognition awards (tangible/intangible for achievements)
Unit focused compensation plans
Gainsharing: bonus for meeting unit goals (dept., plant, etc.) for criteria controllable by employees.
Organization focused compensation plans
Profit sharing: bonus for hitting company earnings marks
3 types of trust
- Disposition-based
- Cognition-based
- Affect-based
Disposition-based trust
your personality makes you generally trust others
cognition-based trust
your trust of others is rooted in a rational assessment
Affect-based trust
trust based in emotion rather than reason
trust propensity
general expectation that the words, promises, and statements of others can be relied upon.
Dimensions of cognition-based trust
- Ability (ethos)
- Benevolence (authority wants to do good)
- Integrity
4 types of organizational justice
- Distributive justice (fairness of decision-making outcomes)
- Procedural justice (fairness of decision-making process)
- interpersonal justice (fairness of treatment received by employees from authority)
- informational justice (fairness of communications provided to employees from authority)
Merely ethical behavior
behavior that adheres to some minimally accepted morality standard
Especially ethical behavior
behaviors that exceed some minimally accepted morality standard
Whistle-blowing
an especially ethical behavior, former or current employees expose illegal or immoral actions of their organization
Four-component model of ethical behavior
Moral awareness –> moral judgement–> moral intent–> ethical behavior
moral awareness
when an authority recognizes that a moral issue exists in a situation
Moral intensity
the degree to which an issue has ethical urgency. Increased by the potential for harm and social pressure.
moral attentiveness
the degree to which people chronically perceive and consider issues of morality during their experiences
cognitive moral development
as people age and mature they go through stages of moral development, having better moral judgement later on.
moral judgement
the process people use to determine whether a particular course of action is ethical or unethical.
stages of cognitive moral development
- preconventional stage (right vs wrong viewed in terms of consequences to their actions)
- Conventional stage (right vs wrong is referenced to family/societal expectations)
- Principled/postconventional stage (right vs wrong referenced to a set of defined moral principles)
List of Moral principles
- Utilitarianism (act is right if it results in the greatest amount of good)
- Egoism (act is right if decision maker freely decides to pursue their interests)
- Ethics of duties (act is right if it results in no harm to society, respects human dignity, and is endorsable by others)
- Ethics of rights (act is right if it respects the natural rights of others)
- Virtue ethics (act is right if it allows decision maker to lead a good life based on virtues)
Trust relationship to job performance
moderate positive
trust relationship to org commitment
strong positive
distrust tax
Trust down, costs up
Trust dividend
Trust up, costs down
Economic exchange
Low trust between employee and employer, quid pro quo relationship: I work, you pay
Social exchange
High trust between employee and employer, mutual investment, above and beyond.
Four levels of corporate social responsibility
- Economic
- Legal
- Ethical
- Citizenship
Explicit knowledge
common sense. Easily communicated and available to everyone
Tacit knowledge
knowledge that must be learned through experience
basic idea of reinforcement theory
People learn by observing the link between our voluntary behavior and the consequences that follow.
Four types of reinforcers
- Positive reinforcement (positive outcome from desired behavior)
- Negative outcome (negative outcome is removed following desired behavior)
- Punishment (negative outcome from unwanted behavior)
- Extinction (removal of a consequence following unwanted behavior)
5 schedules of reinforcement
- Continuous (reward follows every occurrence of a desired behavior)
- Fixed interval (rewards come after a certain fixed period of time)
- Variable interval (reinforce behavior at random times)
- Fixed ratio (reinforce behavior after a certain number of them have been exhibited)
- Variable ratio (reward after a varying number of exhibited behaviors)
4 requirements for proper learning
- Attentional processes (learner learns from behaviors of a mentor)
- Retention process (learner remembers mentor’s behaviors once mentor leaves)
- Production process (Leaner must have the skills to reproduce mentor’s behavior)
- reinforcement (learner views mentor receiving reinforcement for their behavior, then receives reinforcement themselves)
3 types of goal orientation
- learning orientation (building competence is more important than demonstrating competence)
- performance-prove orientation (demonstrate your competence so others think favorably of you)
- performance-avoid orientation (demonstrate competence so others don’t think poorly of you)
Programmed decision
decisions that are automatic because you have knowledge of how to handle the situation.
Non-programmed decision
decisions made by employees when a problem is new/complex
steps in the decision making process (rational decision making model)
- Determine the criteria for making a decision
- Generate list of alternatives
- evaluate all alternatives against criteria
- Choose the solution that maximizes value
- Implement solution
assumptions of the rational decision making model
- people are rational
- people have perfect information
- There is a clear and definite problem
- money and time are not an issue
bounded rationality
people do not have the ability or resources to process all available information and alternatives when making a decision
Satisficing
When decision maker chooses the first acceptable option
Escalation of commitment
when a decision maker continues to follow a failing decision
Causes of faulty perception
- Anchoring (relying too much on one piece of info)
- Projection bias (everyone thinks/feels the same as you)
- Leniency bias (rating something too positively)
- stereotypes
- Recency v First impression (weigh recent events more)
- availability bias (make decisions based on easily recalled info)
- Framing (make diff decisions based on how question is phrased)
- Contrast (judge things erroneously based on a nearby reference)
faulty attribution error
tendency for people to judge others’ behavior as being due to internal factors (ability, laziness, attitude)
self serving bias
When we attribute our own failures to external factors, but successes to internal factors.
3 keys to attribution
- Consensus (do others act similarly in similar circumstances)
- Distinctiveness
- Consistency
Learning relationship with job performance
Moderate positive
Learning relationship with org commitment
weak positive
behavioral modeling
a training method where employees learn from employees with significant tacit knowledge
transfer of training
when employees retain and demonstrate knowledge required for their job after training
climate for transfer
An organizational environment that supports the use of new skills
Big 5 personality dimensions
- conscientiousness
- agreeableness
- neuroticism
- openness to experience
- extraversion
Conscientiousness
Organized/Hardworking. #1 influence on job performance. Correlated to career success and good health.
Accomplishment striving
A strong desire to accomplish task related goals (conscientiousness)
Agreeableness
Kind/cooperative. Not related to job performance in all jobs, good in service jobs.
Community striving
A strong desire to obtain acceptance in personal relationships (agreeableness)
Extraversion
Not related to job performance in all jobs. Correlated with leadersip/job satisfaction
Status striving
A strong desire to obtain power/influence (extraversion)
Neuroticism
Stressed/moody. #2 influence on job performance. Low job satisfaction.
Differential exposure
Neurotics, think more things are stressful than most people
Differential reactivity
Neurotics, don’t believe they can cope with stress
locus of control
whether people believe the events that occur around them are self-driven or externally caused
Negative affectivity
Neurotics, tendency to experience bad moods
Positive affectivity
Extraverts, tendency to experience good moods
Myer Briggs Type indicator 4 preferences
- Extraversion vs introversion
- Sensing (facts) vs Intuition
- Thinking (logic) vs Feeling
- Judging (goals) vs Perceiving (flexibility)
Hofstede’s 5 cultural dimensions
- individualism-collectivism
- Power distance
- uncertainty avoidance
- masculinity-femininity
- short vs longterm orientation
Project GLOBE cultural dimensions
- Power distance
- uncertainty avoidance
- institutional collectivism
- ingroup collectivism
- gender egalitarianism
- assertiveness
- future orientation
- performance orientation
- Humane orientation
ethnocentrism
Viewing your cultural values as right and others as wrong
2 types of integrity tests
- Clear purpose test (ask about attitudes towards dishonesty)
- Veiled purpose test (dont ask directly about dishonesty)
3 components of organizational culture
- espoused values (values explicitly stated by corp)
- Observable artifacts (aspects of org culture that are easily seen)
- Basic underlying assumptions (ingrained beliefs of employees)
Observable artifacts
- Symbols
- physical structures
- language
- stories
- rituals (routine)
- ceremonies
4 general culture types
- Networked (high sociability/low solidarity)
- Communal (high sociability/high solidarity)
- Fragmented (low both)
- Mercenary (Low sociability/High solidarity)
5 specific culture types
- Customer service culture
- safety culture
- diversity culture
- sustainability culture
- creativity culture
culture strength
degree to which employees agree about how things should be done. Strong culture doesn’t always mean good.
Subcultures
small culture created amongst a subset of employees. Usually in large orgs.
ASA framework
theory that employees will be drawn to orgs with cultures that match their personalities, and that orgs will choose employees that match, and employees that don’t match will leave.
stages of socialization
- anticipatory stage (before employment)
- Encounter stage (when employment begins)
- Understanding and Adaptation (when expected behaviors are adopted)
Socialization enhancers
- realistic job previews
- orientation programs
- mentoring
How do you change org culture?
- Change in leadership
- Merger/Acquisition
Person organization fit
degree to which a person’s values and personality match an org’s culture
person org fit relationship with job performance
weak positive
person org fit relationship with org commitment
strong positive
